Last week I went canoeing, something I love to do but seldom get the chance.  My daughter asked if I was good at steering and I had to admit that I was not exactly the most efficient paddler.  I have canoed for over 30 years, have taken a few lessons here and there, but have never really spent the effort necessary to perfect my "J" stroke.  Maybe this is because canoeing for me has always been about enjoying the tranquility of the journey and not about reaching a destination in a specific period of time, or with a minimum of effort.  I guess you could say that I have never really had the right motivation to perfect my paddling skills.  Admittedly, I could have used much less energy over the years if I had perfected my technique, but in general, I have been quite content with the level of skill I have achieved.  

There have only been a few times when my skill level has become an issue. One of these occasions occurred when bad weather threatened our ability to reach a safe destination by nightfall.  (When portaging, the fear of not finding a suitable campsite before dark is particularly motivating, especially in the rain.)  The other took place when I was paddling with another individual who wanted to reach the destination quickly with less effort than I did.  As we meandered up the lake, I am sure our bickering ensured the lack of wildlife sightings that day.   

Since my first canoeing days, I have had a "canoeing strategy," but it is not an "efficient" strategy. On occasion, when storms hit, I changed my strategy and developed some creative solutions (like tying two canoes together using fallen branches) but as soon as good weather returned, I returned to my previously comfortable paddling techniques. 

So what does this have to do with performance management?  A lot - the storm has hit and we are clearly motivated to become more effective and efficient in business today. But we also want to make lasting changes to the way we work, not returning to more "comfortable techniques" once a storm has passed.  The development of a clear sense of direction, and systems to support this direction are vital. 

In the latest Hay Insight newsletter on the topic of communication, it was noted that the results of recent research has shown that "... findings suggest that employees´ ratings of the clarity of organizational direction is among the most important predictors of turnover."  Confidence in the sense of direction of the company increased employees´ intentions to remain working at that company.  In fact, "...among employees indicating an intent to remain with their companies for more than two years, 57% expressed confidence in the sense of direction communicated by senior leaders," while only 27% of those intending to leave within two years felt the same way. (Hay Insight Selections - Selection 9 July 2005 www.haygroup.com )

Sense of direction is critical.  When I learned to kayak, my instructor suggested we point the tip of the kayak towards our destination, always keeping it directly in our sight.  Proper paddling technique requires keeping your torso straight, while using only your arms to power the paddle.  Moving your torso side to side wastes energy and can move the kayak off course, away from the most direct path.  As a learner, this took a great deal of concentrated effort and I would remind myself of the steps I needed to take to get myself to the other side of the lake quickly and efficiently. Sound performance management processes stop us from wasting energy and moving off course.  Clarity around strategic objectives gives us the destination while goals and objectives give us the "technique" and steps to take to get there.  Ongoing feedback helps us evaluate whether or not we are continuing to paddle in the right direction.